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Thoughts about partnerships in missions and some basic principles to apply
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Missions Partnerships
Dr. Robert PattonMissionary to Suriname,
South America
Disclaimers
Much of the material is summarized from:
Elder, Duane: Cross-Cultural Connections
Butler, Phill: Well-Connected
Disclaimers
Much of the material is summarized from:
Ricketts, Daniel: Making Your Partnership Work
Lederleitner, Mary T: Cross-Cultural Partnerships
Partnerships are becoming more necessary
About 75% of all Christians live in Africa, Asia, Latin America and Oceania
There is some Christian presence in over 94% of the world’s population, although in some areas they are persecuted and underground
Christian mission movement
The number of missionaries are growing at 5x the rate of the west
We need to be willing to partner with the persecuted church
Partnership types
Association Service alliance Multilateral alliance Joint venture Complementary partnership Merger
Partnership types
Association Common interest Independent Mutual encouragement Limited exchange of resources
Partnership types
Service alliance Association of independent
organizations One organization supplies resources
or services for the other Multilateral alliance –
several groups with separate actions but a common purpose
Partnership types
Joint venture Short term alliance of independent
ministries Usually limited or specific purpose Example – small-scale development
project
Partnership types
Complementary partnership Long term alliance who share
complementary resources, gifts and abilities to achieve a common purpose
Merger – incorporation of one ministry into another
Three imperatives of partnership
Vision Relationships Results
Vision
A shared and compelling vision for the future
Compatibility with partners Ground rules to solve problems
arising in the partnership
Relationships
Alliance champions – who is responsible to make the partnership work?
Intercultural understanding – what are the traps and cultural differences which may hinder our working together?
Mutual trust – what gives us confidence in each other?
Results
How does this partnership make a difference in the work of the gospel?
Documentation – how do we follow agreements, contributions, and outcomes?
Learning and change – how do we handle changes, opportunities and disappointments?
Shared vision is key
It is a guidance system to keep the partnership on track
It is a compelling picture of what is possible to achieve
With vision – why partner?
Why do the organizations need each other?
What can be gained through partnership?
Time from vision to plan goals
Goals must bring real value to the ministry of the gospel
They must align the strategic interests of the partnership
They must take full advantage of the skills, resources, and talents of each partner
Goals answer questions
What difference does the alliance make in promoting the gospel?
What does each partner gain? What skills, resources, and talents
does each partner bring to the alliance?
Benefits must go both directions
Otherwise you may develop: Paternalism Dependency
Allow time to adjust
As goals clarify, you will probably need to adjust, to learn, and to shift some things around…
Compatibility
Define the areas of compatibility and also of differences
Study both resources and the way the organizations work
Compatibility
Organizational – what abut fundraising, accounting, advertising, management
Ministry priorities should be at the top = church planting, etc.
Ground rules: roles and responsibilities
Outline what roles are needed Define the responsibilities which
come from the roles Each partner should do apart and
then compare
Ground rules – sharing information
What key information is needed? How do we get this information What form should the data have
for access and use Have written plans defining the
goals and action steps of the partnership
Ground rules – sharing information
Consistently share information clearly Have at least one representative from
each organization to coordinate everything
Meet regularly to see how things are going; provide periodic reports
Project proposals or changes must be signed by both partners
Finances in partnership
Don’t fear asking questions What financial information is
needed? How do we keep track of finances
for joint projects? How do we show financial
integrity?
Fundraising
How do we approach donors? Who is the contact person for
donors? How do we promote the financial
needs?
Sound financial practices
Funds go to the organization, not to the individual
Transfer funds carefully according to agreements
Do not obligate the partner without getting a WRITTEN OK first
Sound financial practices
Have audited financial reports each year, with both partners getting the report
Allow each partner to publicize and give information
Promote approved projects only Explain the relationship in publicity
Conflict resolution
MOST CULTURES VALUE RELATIONSHIPS ABOVE TASKS
Most cultures consider critical words and actions as a direct attack on the individual – they do not separate the task and individual!
Conflict resolution
Ask questions first, be a learner Suspend judgment at first Be very careful about evaluating
statements and placing blame Indirect approach best – with
deference, courtesy, and patience Mediator from the same culture
helps
Conflict resolution: Ground rules
Handle with prayer Constructive manner, courtesy Listen carefully and understand
the concern of others Describe what you KNOW – not
surmise or suspect
Conflict resolution ground rules
Aim to meet the needs of both partners
Let your partner know your needs clearly
Concentrate on fixing the future When you make a mistake,
acknowledge it, make it right quickly, graciously, and generously
Exit procedures
How long is this relationship? Does it last indefinitely or have
an end point? When will we know if we have
achieved our purpose
Exit procedures
When will we review the quality and results of this relationship?
What signs show that we should end the relationship?
What are the steps we should take to change or stop the relationship?
Exit procedures
What behaviors could break the relationship?
Set dates to evaluate the meaning and impact of the relationship
Outline steps to close the relationship
End on a high note with thanksgiving! Evaluate the relationship at set
intervals Consider dissolution only after
investigating a breach of the agreement and necessary corrective action
Document in writing the reasons to end a relationship
Give advance warning and set date for termination
The key to partnership – the coordinator
Build rapport – know and appreciate each other – if possible, face to face
Provide leadership Approval of senior leadership Securing resources Cast vision Personal passion Keep commitments
Coordinator tasks
Clarify expectations – and focus Simplify – flexible but keep on
target Keep communications Go the distance – don’t quit – even
in trials or suffering Keep God in the center
Qualities of a good coordinator
Realistic – always challenges Political sense – look for win-win Poise under fire Sense of honor Creative thinking
Intercultural understanding
Learn the culture – what to expect Know their norms and values Go from general to specific Learn by doing Learn by comparison
Trust
With greater cultural distance and interdependency, more understanding is needed
When you share as partners, you share both the power and the risks
Areas of trust – all are needed
Intentions – you have my interest at heart
Competency – you can get the job done
Perspective together
Consistent integrity
Share what we know – be careful, remember that most cultures speak indirectly, and you may be misinterpreted as promising
Consistency with all people, not changing our story
Consistent over time – and if we fail, admit honestly
Meaningful results
Let you see the benefits Give feedback Give motivation Give renewal Give cause for celebration
Results should be
Strategic – confirming the vision of partnership – you are on the right track
Balanced so that both partners benefit
Be careful if you are the financial donor that you think that you make the bigger contribution
Synergistic results – greater than either partner alone
First, you must know the task requirements
Second, you must know each partner’s strength and weaknesses
Third – leverage from strengths
Document results
Gives a history Sharpens your memory as to what
actually occurred Current data – keeps you up to
date
Learn and change
Both partners learn together and adjust together
Learn from structure and processes
Build in time for planning and feedback and reflection
Help learning to occur
Establish an environment to enhance learning
Tell people what they need to succeed in their jobs
Help people set achievable goals Provide feedback on work
performance Give necessary information
Help learning to occur
Involve workers in evaluation and decision-making
Match talents and job requirements Let them solve problems themselves Give a chance to see best practices Celebrate success
Cultural attitudes are important for success
Cross-cultural partnerships need proper attitudes on our part to have success
We need to discern the difference between right and wrong and what is cultural difference
We tend to make instant decisions without understanding that different = wrong
Take time
Take time to understand the culture Take time to build relationships
with others In many partnerships, other
countries will take days to get to know the other group to see if they can work together- focusing on relationship, and not just on task
Identify expectations
This is a good way to start. Then we can anticipate problems Otherwise you may react
inappropriately with anger, bitterness, irritation and criticism
Suspend initial judgment and get information
Remember Americans attitudes are not always the best
Americans are seen as assertive, arrogant, outspoken, task oriented
Instead, be open and accepting
Openness
Be careful with eye contact with older persons and those of opposite sex – may be misinterpreted in other cultures
Reach out Ask questions When people come, be slow to say
goodbye and invite them back
Acceptance
Communicate value, respect and worth to others
No personal rejection Accept differences which do not
violate the word of God
Trust
Building trust takes time Ask what it takes to build trust in
that culture Nothing really significant will occur
until there is solid trust
Important cultural differences
There are several key differences in the USA culture and the culture of your partners
It is very important to understand and work through these differences
Time and event
USA criteria – chronos time Time is linear Time= money
This tends to make people into machines
This is typical of a task-oriented culture
Time tied to economics
Time and event Agrarian economy – event time (kairos) There is a time to do this, and a time to
do that The event is more important than time More focus on relationships than tasks Jesus was relational – love God and love
people
Individualism & Collectivism
USA – individualistic and independent 2/3 world – usually collectivistic with
interdependence. The technologically savvy young man may still ask advice of the elderly when making important decisions – what is the impact on the entire family?
Possessions
USA = this is mine. I will keep it if I want Others = this is ours. I will share it with
you Ideal in USA – independence and self-
sufficiency. But this is often seen as greed in other cultures – you are not willing to share what you have
Categorical & holistic thinking
USA – categorical thinking Things seen in black/white Analytical longitudinal logic (think
algebra, geometry) Others look at the entire situation
as a whole. The whole is greater than the individual parts
Logical thinking
USA – direct, categorical, put people in their niche
2/3 world – Indirect logic, let people save face
African logic may have one central point and illustrate many different ways
Achieved and acquired status
It is important to recognize status. You can make a big mistake if you don’t handle people equal to their status. For example, don’t send lower status people to deal with top status people in a partnership. Otherwise there is an incompatibility.
You can easily make someone lose face, and that is a serious problem
Achieved or acquired status
USA – acquired – what you earn. “anyone can become president”.
Many other countries – you are born into status Family Caste Age & gender Birth order
Guilt versus shame
There is some overlap, but significant differences
Shame – external pressures from significant others. You have let down the group
Guilt – internal pressure from your conscience because you have violated external laws
Warnings about shame Giving blame – will be taken personally Pointing out shortcomings – only with
great care, privately mixed with a lot of praise
Errors – sometimes best to let them go Comparisons – be careful not to
negatively compare your partner, etc
Warnings about shame
Requests – best to ask indirectly so that one will not lose face when he must refuse
Refusals – not directly, but indirectly. (Right now, I cannot, but when I will be able….)
Summary and Conclusions
It is virtually inevitable that partnerships will develop between donor and recipient nations. There is great power when the strengths of both can be syncronized
However, there are a number of cultural traps which must be avoided
Summary and Conclusions
Christian maturity and cultural awareness can bridge the gaps and allow work for the Lord to progress so that He will be glorified
We need to remind ourselves that we are in one body – the body of Christ. The body must work together.